Functional Skills
Quality Assurance
Business Planning
Project Management
Cost Reduction
Regulatory Compliance
Manufacturing Improvements
Portfolio Optimization
Operational Efficiency
Sales and Operations Planning (S&OP)
Customer / Vendor Calls
Certifications
CLSSBBCertified Lean Six Sigma Black Belt
Sector Experience
Business Services
Energy
Industrials
Manufacturing
Technology
Experience
Loram Maintenance of Way, Inc.
Corporate Strategy & Development
Continuous Improvement Manager
1/2016 - 3/2022
Loram is a leading supplier of railway track maintenance machinery and services in North America and the global market. Senior Manager, Quality & Continuous Improvement
•Established global strategies for Loram's Quality Assurance programs while aligning with multiple sites and corporate goals
•Facilitated Global Strategic Planning for the Loram enterprise
•Improved an ad hoc Quality Control strategy from 'Project-focused" to "Product-focused" with the intent to improve product reliability and customer-satisfaction Continuous Improvement Manager
•Successfully led a CFT in the development and standardization of Loram's Strategic Planning Cycle Policy and procedures, modeling Japanese-style Hoshin Kanri
•Certified Six Sigma Black Belt through Strategic Improvement Systems, LLC
•Transitioned to ISO 9001:2015 and manager of Loram's Quality Management System, management review, and annual audits
•Certified over 200 employees to Yellow Belt Six Sigma, 20 to Green Belt Six Sigma and 14
•Established global strategies for Loram's Quality Assurance programs while aligning with multiple sites and corporate goals
•Facilitated Global Strategic Planning for the Loram enterprise
•Improved an ad hoc Quality Control strategy from 'Project-focused" to "Product-focused" with the intent to improve product reliability and customer-satisfaction Continuous Improvement Manager
•Successfully led a CFT in the development and standardization of Loram's Strategic Planning Cycle Policy and procedures, modeling Japanese-style Hoshin Kanri
•Certified Six Sigma Black Belt through Strategic Improvement Systems, LLC
•Transitioned to ISO 9001:2015 and manager of Loram's Quality Management System, management review, and annual audits
•Certified over 200 employees to Yellow Belt Six Sigma, 20 to Green Belt Six Sigma and 14
PREFERRED SANDS OF WI
Operations
Quality & Engineering Manager
1/2014 - 1/2016
Preferred Proppants, LLC delivers high quality silica sand and polymeric proppants from strategic North American locations. Quality & Engineering Manager
•Improved the wash plant uptime of 76% and efficiency of 68% in 2014 to 85% and 96% in 2015, respectively
•Reduced the dry plant changeovers from 4 hours to ½ hour through SMED and Kaizen improvements resulting in a $5M annual increase of sales revenue
•Implemented sustained 5S programs, engineering management of change processes, and Gemba w/Leaders' Standard Work to drive a continuous improvement culture involving all management, supervisor, and employee engagement
•Annual savings impact of $11M through the identification of production capacity issues slated for 2017 capital improvements
•Improved the wash plant uptime of 76% and efficiency of 68% in 2014 to 85% and 96% in 2015, respectively
•Reduced the dry plant changeovers from 4 hours to ½ hour through SMED and Kaizen improvements resulting in a $5M annual increase of sales revenue
•Implemented sustained 5S programs, engineering management of change processes, and Gemba w/Leaders' Standard Work to drive a continuous improvement culture involving all management, supervisor, and employee engagement
•Annual savings impact of $11M through the identification of production capacity issues slated for 2017 capital improvements
FABCON INC.
Corporate Strategy & Development
Manager of Manufacturing Development
1/2005 - 1/2014
Fabcon provides design-to-installation services for precast concrete wall panels. Manager of Manufacturing Development
•Developed strategic plans to focus on reliability and maintenance. The strategic goals focused on meeting architectural tolerances in Quality, recouping annual costs of $3M by poor maintenance practices, $1.5M in capital replacement, improved uptime and on-time delivery
•Created a department of Enterprise Asset Management (EAM) with SOPs to manage cradle-to-grave processes fostering a reliable manufacturing facility. This included a team of maintenance engineers, managers, and planners at all Fabcon locations. Indirect department roles were also restructured to better facilitate the department
•Implemented a Computerized Maintenance Management System (CMMS) connected to the ERP system (IFS)
•Developed corporate standards for maintenance and facility KPIs including, 6S, MTBF, MTTR, and OEE
•Improved preventative maintenance measures through the implementation of T
•Developed strategic plans to focus on reliability and maintenance. The strategic goals focused on meeting architectural tolerances in Quality, recouping annual costs of $3M by poor maintenance practices, $1.5M in capital replacement, improved uptime and on-time delivery
•Created a department of Enterprise Asset Management (EAM) with SOPs to manage cradle-to-grave processes fostering a reliable manufacturing facility. This included a team of maintenance engineers, managers, and planners at all Fabcon locations. Indirect department roles were also restructured to better facilitate the department
•Implemented a Computerized Maintenance Management System (CMMS) connected to the ERP system (IFS)
•Developed corporate standards for maintenance and facility KPIs including, 6S, MTBF, MTTR, and OEE
•Improved preventative maintenance measures through the implementation of T